Life-TIME investment system

TLN site purpose, scope, & content

This is a different kind of web site.

Site purpose: Rather than offering special or limited interest tidbits of information or articles, this site provides a prototype life-TIME investment work approach blueprint. The purpose of these time investments is Time-Life Navigation © in a non-linear world moving toward unimagined futures.

Time investments can take two forms: creating foundations for future directed decisions and the actions necessary to implement future directed decisions. The actions may involve "design" thinking and/or operacy—the thinking involved in doing. Thinking is the action in knowledge work.

Foundations for future directed decisions include the exploration of "places" our brains have never been in either our previous experiences or in time. Mentally placing oneself in 1950, 1970, 1850, or another different time in various life situations—geographical locations with their political climates and pursuits for making a living—reveals the limitations of traditional assumptions and the benefits of the "right" time investments. These mental foundations are our protection against taking the "wrong roads" in life.

This site is a prototype in two senses. First this site provides a blueprint, model or starting point for creating a user designed work map for creating and navigating their roadS ahead—their lives in society moving in non-linear time. In other words this is a blueprint for a Time-Life Navigation © work map and work approach. In the second sense this site is a work in progress that neither I or anyone else may be able to complete. Everything that follows relates to the ideas above.

Site scope: The life-TIME investment blueprint focuses on core areas and issues. The comprehensiveness of the blueprint stems from the core areas: organization evolution (a main change vehicle); work life or career evolution (the main change initiator); life design (a major beneficiary); financial investing (a golden goose); life navigation system (the action sequencer). The linkage between these elements is illustrated in the TLN synthesis diagram.

In addition to the core areas and their linkages the site's scope and comprehensiveness ranges from this introduction page to Chief TLN Officer. This range includes a view of the moving time horizon and the conceptual tools for moving toward relentless receding horizons.

Additionally the site can also be used multi-generationally. It can be used to help young people consciously navigate their lives.

About the blueprint: Without a forward focused blueprint we can only direct our energy toward what we already have on our radar. Our existing radar—by necessity—has its roots in yesterday and a history based approach is inadequate to navigate the roads ahead. To navigate the roadS ahead requires—among other things—selectively and repeatedly letting go of yesterdayS.

This is not a blueprint for fixing something or adapting something. It is not a blueprint for getting back to some previous state. The objective is to create and perform—repeatedly.

The blueprint is a work approach for discovering and implementing core life directions and work areas in a changing world. The blueprint involves time investments. Reading this page is a time investment. Spending time is not the same as investing time—its the informed expectable payoff that matters.

To be valuable the life-TIME investment blueprint must help us develop a work approach that is adequate to the challenges ahead. These challenges are unique to each of us. There is no answer that I or anyone else can offer beyond a work approach.

This page is both a mental entry point into the blueprint as well as a high level "over view" or system view. When you grasp—perceive, comprehend, and embrace—the material above then you're already working with the core blueprint. This page is also a basic foundation for future directed decisions. It is a launching pad into the future. A foundation for future directed decisions is part of a life-navigation system.

This site is an innovation in that it provides an integrated and comprehensive tool kit that can be customized to fit individual situations.

The next sections explore our lives in time (which includes the plurality of reality), discovering and visualizing our mental radar, and creating an adequate action system. These elements are essential parts of a life-TIME investment system. The indention levels below are intended to convey topic containment—business is an organ of the economy and the economy is a organ of society. Sometimes indention is used for sidebars.

Our lives in time

In The Unfashionable Kierkegaard, Peter Drucker wrote about the two poles of human existence—life in society (life in time) and life in the spirit. Although this site primarily focuses on "life in time," the numerous links to Peter Drucker's work provide a doorway into his view of "life in the spirit."

A main features of life in time is change.

Society's tomorrowS are always built on the foundationS of yesterdayS—unfortunately the progression and changeS aren't linear. The reality of today isn't just a more up-to-date version of the worldS of 1650, 1850, 1950 or 1990. This non-linearity is a major source of challenge and difficulty.

A society of organizations: In the last hundred years or so society has become a society of organizations. We work in and with organizations plus the goods and services we consume are the product of organizations. Our challenges are shaped in part by the organizations in which our lives are embedded. One of the key features of this environment is that the "rules" are subject to change with little or no prior notice. Another key feature is that "forward motion" is necessary to prevent obsolescence or being flattened by a competitor.

Organization evolution: For organizations to develop (to become something beyond their startup phase or their affairs in 1950, 1970, 1980 ...), somebody has to do something to get beyond the yesterday that created today. Somebody has to create new and better jobs for tomorrow. Somebody has to identify the work areas that are the core of development and these work areas have to make sense to the outside world. All of these actions require a work approach rather than rigid answers (find: ideologue in the Epilogue (1983) to The Concept of the Corporation).

The non-linear nature of knowledge advancement—and therefore technology—coupled with competitive pressures almost guarantee organization performance crisis or worse. The organization may continue to operate, but its not financially viable—doesn't have a healthy financial structure for getting into the future.

In the United States we predominately have product/service oriented organizations and functional activities with one time dimension. The adequacy of this approach can be judged by customer satisfaction and long-term financial performance. The premiere national and global news organizations provide substantial ongoing coverage.

Career realities: Since careers (and jobs) are intertwined with organization futures it is vital to clarify and test assumptions. Employment in organizations that are exposed to competition may require vision, passion, hard work, keeping the boss happy, experience, high intelligence, transferable skills, educational and training credentials (universities, advanced degrees, continuing education, or certificates), a GTD system, project management and high knowledge but these are not sufficient in the longer term.

The correlation between educational attainment and income levels is based on a historical supply and demand situation rather than a functional mastery of the universe. Relying on one's credentials leads to a false sense of security. Credentials can best be thought of as a passport to certain kinds of work rather than a quarantee of real-world competitive comptence, achievement or success. Campus social life may be an expensive detour.

Working one's way up the shrinking organization ladder is no longer adequate or appropriate. The same can be said for most goals—at least the ones I see quoted in the news. The notion that we can be or accomplish whatever we want is a statistical improbability—the higher the aim the less likely and the further removed from our capabilities the less likely. Following one's dreams is a fairy tale. By themselves these factors or ideas have little or no influence on the external world situation into which action should be directed. The proof of these assertions can be seen in the organization crisis stories reported in the daily news. (See the plurality of reality below for further elaboration)

One test of the adequacy of our work life aresenal is the ease of making a transition to an attractive, different organization. This point of transition tests the credibility of a career title. When the necessity arises is its not just an old job that is being left behind but a part of one's life.

Ultimately our careers (work lives) are the foundation of what we are remembered for. See Managing Knowledge Means Managing Oneself; The Effective Executive in Action; The Essential Drucker; Why Some Older Executives Land Jobs—and Others Don't; and Have a Great Rest of Your Life for ideas for your career pathS.

A work approach that is adequate to the challenges ahead is appropriate. This includes a foundation for future directed decisions—it shapes our expectations. It also includes a search that makes sense to the individual and the outside world.

The purpose of the foregoing thoughts on career realities is to dispell the fantasy that someone else is going to look out for our best interests or that our careers will naturally evolve.

Career evolution: We are responsible for our own development in an unfolding world.

Career layers: lower levels, knowledge technologists; knowledge workers; knowledge executives; Chief TLN officer

The "right" time investments in all major life areas: By definition, a changing world implies being outside one's comfort zone—otherwise it wouldn't be real change.

Our changing world is not limited to external realities. A thirty year old person is not just a fifteen year old person with an additional fifteen years of age. It may also include moving into completely different situations. It surely encompasses our own developmental roadS.

Being prepared for and being prepared to move effectively forward requires TIME investmentS—only way to get to tomorrowS. We can only work with what's on our active radar and our mental patterns! Both of these are time dependent—moving targetS. The "right" time investments are the secret to happiness, wealth, reputation, respect, and shaping one's destiny.

Why we need time investments: So. what's wrong with living our lives on a day-to-day basis, assuming that what's in our heads is all we need and ignoring the roadS ahead? A highly condensed view can be obtained by picking several earlier points in history, superimposing the day-to-day approach and testing its adequacy—examples are in the news every day (see my TLN blog, del.icio.us and TLN article list and notes for numerous examples). Another view of time investments can be acquired by exploring the knowledge system view which includes the content and structure of the economy.

When it becomes obvious that something fundamentally different is needed it is usually too late for convenient effective action. Also the necessary foundation—mental and otherwise—for future directed decisions will be lacking. It boils down to waiting to fail before taking appropriate action.

The best time to work on this is when there is no apparent need—when we are successful.

Looking back on the primitive origins of humans, where could we have acquired the capacity to deal with the challenges ahead?

Plurality of reality: In several plural forms of wordS I capitalize the "S." The purpose of this practice is to direct attention to the plurality of reality and the reality of plurality. An example of the plurality of reality would be vinyl records followed by 8-track, followed by cassette tapes, followed by CDs, followed by digital and where will we go from there. The reality of plurality would include the financial and life altering impacts of change on producers and consumers. The different reactions of these producers and consumers are part of the plurality of reality.

Over the last hundred years how many different tomorrowS have there been? (See The History Channel) Between now and the outer limit of your concern, how many different tomorrowS will there be? This plurality of reality is both an elaboration on why we need time investments and an introduction to when we need them.

Summary: WIP

Discovering and visualizing our mental radar

This site is also different in its usage. When visiting many sites we know what we're looking for or what we're interested in. This site provides tools for discovering what we are looking for or what's in our best interest.

Specifically the site focuses on five dimensions of reality that form a foundation for future directed decisions. These dimensions and their interaction are explored throughout the site. For the sake of convenience and attention directing I label these complex realities:

(1) organization evolution (main change vehicle in a society of organizations moving in time);

(2) work life or career evolution (main change initiator in a highly competitive global knowledge-based economy);

(3) life design (main change beneficiary);

(4) financial investing (a golden goose); and

(5) life navigation system (the action sequencer).

The expanding world of the Internet is a radar blip: Because you're reading this on the Internet, this page is connected—through links and search ideas—to everything that is reachable through the Internet—siteS, wordS, pictureS etc. This type of inter-connectivity is revolutionary and its full impact has not yet been reached—not even close. This interconnectivity is a "sub-set" of the five dimensions above.

Visualization entails a combined view of a radar system, interest profile (illustrated just below), and implementation approach (see operational steps below). When this combined view is seen multi-layered—representing repeated cycles— it becomes a prototype blueprint for creating a work approach that is adequate to the challenges ahead.

Action system

This area of the page is being reworked for greater clarity

In summary, this site provides a prototype blueprint for a life-long STRATEGIC action system and life work approach design of the highest order—Life-TIME investment system.

Good intentions are not sufficient. Tips from the time management field are not likely to produce the desired result because the experts in this field don't seem to know much of anything about time or management.

A basic idea is to identify and calendarize high impact work areas that fit our future interestS.

See TLN process overview for a simplified view of getting from a world moving in time to daily work plan and strategic work plan: from blue print to daily work for a process flow chart

Operational elements and steps Potential work areas can be identified by exploring the site and creating a structured strategic interest profile—your life radar (consisting of any of the following):

• the five dimensions listed above (seen separately and as a constellation moving in time)

• navigation concepts (destinations in time and life; paths; and actions)

• conceptual resources (introduction, directory list, and concepts to daily action)

• processes and tools (interest profile development and calendarization).

Creating mind maps is helpful in seeing structures and connections plus creating an initial work map.

What would be the elements of a minimal adequate system?

A core map urges us to get more specific about the topic area and consider where it will lead and leave us plus what we might do in parallel then what we might do next.

When we have a work approach blueprint we can test it against the news to see if it is adequate to our challenges ahead .

A structured note taking (copy and paste) computer application will be very useful in converting awareness into action.

One of the by-products of this process should be an ambition diagnosis (a.k.a. our developmental desires) followed by "treatment plan." In fact it is possible for many to reach a diagnosis by the end of this page.

See action and end results for a more elaborate explanation

It is not possible for me to be more specific about the above because I can't occupy your mental space in tim—remember this is a prototype that users may adapt to fit them. Initially all of this may just be a foundation for future directed decisions.

Action system assumptions: Quite a bit of the text on the site explicitly explores changed circumstances that result from the "unfolding of time and its dynamics." Our thinking, planning and actions should take this time factor into consideration—see TLN synthesis.

Time-life navigation © (TLN) system: The previous paragraphs concern time-life navigation ©. The time element involves a society of organizations moving in non-linear time (new and different futures). The life dimension is both embedded in the non-personal time element and shaped by the personal challenges ahead. The life dimension may traverse several different time dimensions. The navigation part involves determining where we want to go, how do we get there, where do we want to go from where we thought we wanted to go, and where we think we want to go next. Implied in navigation is de-mystifying our destinations, thinking through the obstacles we might encounter or the false pursuits and making adequate allowances. The navigation element involves a work approach blueprint for creating our futures. The navigation part requires life-TIME investments! Time investments are different from just spending time or just reading!

TLN site value: This site provides an opportunity to shape ones destiny and contribution in a way that goes far beyond experience, the education system—even at the very highest levels—or the assistance provided by premier consultants. Our ability to contribute to the world and to do good is highly influenced by our understanding. Improving that understanding and enhancing future navigation (the social landscape ahead) is implied in this site's mission.

Word challenges: Speed reading this page and site will surely miss the point! Re-reading, creating a concept map and thinking about this will provide a useful life tool. See dense reading.

One of the challenges in working in this difficult area involves the multiple meanings of common (buzz) words—management, leadership, marketing, innovation, entrepreneurship, organization, teams, quality, value proposition, trust, profit, profitability, productivity, business model, growth, customers, markets, industry, best in class, customer service, perception, global, technology, outsourcing, brands (dilusions), careers, "human resources", human "capital", knowledge, information, data, opportunities (aim high), passions, strengths, weaknesses, objectives, transparency, strategic initiative, goals, performance metrics, getting things done, doing the right thing, getting the right things done (effectiveness), "time-management" etc.

In one sense these words are used in an everyday operational sense or in the media to explain some event and then these same words appear in conceptual resources—created by capable people—that deal with how the world works in time.

Imagine the words being used in the world of a hundred years ago, would the perceived meaning lead to the world of today, the worlds that intervened between then and now plus the worlds of tomorrowS?

BTW: Static definitions in a dictionary or encyclopedia are not likely to add to one's constructive understanding. The test of an innovation is its impact on the outside world—its environment.

I suggest looking for more powerful meanings—meanings that produce real change in the world.

Bottom line: A life-TIME investment system is essential to time-life navigation. A blueprint is needed for creating a work approach that is adequate to the challenges ahead.

Major uncertain events: It may prove prudent to invest some time on identifying and preparing for relevant events and conditions that pull the rug out from under an otherwise superb work approach. These might include natural disasters, political revolutions, and the like.